POWER July 2020 - 40

PROJECT MANAGEMENT
Technology in Construction:
Choosing and Implementing
Solutions
In Part I of this three-part series, which was published in the May 2020 issue
of POWER and titled " Technology in Construction: Predicting and Adapting to
Change, " recent trends in technology adoption across the construction industry
were examined. This month, Part II relays proven advice on how a company can
select and roll out relevant tools.
Weston Tanner
he world is at a pivot point in history
where technologies ranging from
computers and software to physical
robots are dramatically shifting job roles
and responsibilities. Many construction
and power companies know that greater
adoption of technology for capital and
maintenance projects is inevitable, but
they are struggling to find efficient, minimally
disruptive ways to identify and integrate
the best of what is available.
A common approach for companies is
T
to let their employees try new products at
will, hoping the best solutions will " float to
the top. " However, this usually results in
chaos. Typically, every employee has a different
favorite tool, creating a cacophony
of patch-together solutions. Furthermore,
having competing systems in play results
in data being limited to the project level
rather than being funneled to corporate
decision-makers, eliminating the opportunity
for those systems to provide high-level
insights and enable more comprehensive
planning. Investing in multiple systems can
cause costs to get out of control too.
A Strategy for Success
The correct strategy is to foster a culture of
innovation and growth while holding fast to
discipline and documentation. Testing, not
committees, should decide which tools to
adopt, and clear communication between
both " boots-on-the-ground " and corporate
departments should be prioritized.
Implementing pilot programs will result
in an organized approach that tracks not
just flashy new tools, but the business
problems companies are trying to solve.
Pilot programs prevent confusion, competing
systems, and overbuying. They also
provide a framework for documentation.
The goal of documentation is to capture
40
as much information as possible in writing,
including why a new tool is expected to be
better than the current status quo, specific
goals for the tool being tested, and a time
horizon for when those goals should be
met. Goals can include whether a tool will
make a current process faster or cheaper,
whether it will provide the customer with
better information, or if it will make the endproduct
more valuable for the same price.
Holistic financial ramifications should also
be addressed; for example, will a given tool
help field staff, but put an extra burden on
IT? If a piloted tool is not meeting anticipated
goals and is not providing value, the
team should be quick to document lessons
learned and put the tool on the shelf.
Corporate
departments
should
be
modified to help facilitate pilot programs
by creating test environments, identifying
core user groups who will execute the
program, and coaching people in how to
properly document the piloting processes.
Some companies choose to create a
new position, where the job description
includes serving as a clearinghouse and
centralized communications hub for new
operational technology initiatives and for
the research required to test, pilot, and
assess the value of the efforts. One benefit
of having a dedicated employee is that
they can commit time to staying abreast
of the latest advancements, including attending
construction technology industry
events. Specialized employees also make
excellent vendor liaisons.
No matter how a company structures
its pilot program, it should begin by developing
a strategic vision. Create a road
map to outline steps. Form an executive
committee to set and oversee benchmarks.
On-site teams can execute the
details of the road map. Detailed internal
implementation processes should be
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established to make sure that tools with
value can be scaled quickly and effectively.
Communication is critical. Written communication
plans to inform staff of what is
being piloted, as well as major successes
and failures, should be in place.
Where to Start
Corporate-level efforts should not focus
too much on committee review or approval
of specific tools; this can kill grassroots
innovation. However, it will help to
sort through the noise and identify early
in the planning process which categories
of technology are changing the industry.
While there is a lot of change, a few key
concepts and/or technologies are currently
acting as central drivers to the
growth of other, secondary technologies:
the digitization of information, increased
use of mobile, building information modeling
(BIM), and unmanned vehicles.
Digitization of information needs to be
the first step down the technology path.
Beginning by digitizing information, as well
as capturing and owning as much data as
possible, is a necessary first step to prepare
for the future. For the construction
1. Mobile devices allow workers to have vital
information at their fingertips when they're
out in the field. Courtesy: Graycor
POWER | July 2020
http://www.powermag.com
POWER July 2020

Table of Contents for the Digital Edition of POWER July 2020
